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Category Archives: Conscious


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Hey ho hey ho it’s off to work we go

Many people seem to agree that part of the path to success is hard work.

That begs a big question, of course. What is success? I don’t want to go into that here. It’s a big topic. So let’s just assume, at least for the time being, that we are talking about some combination of health, wealth and happiness.

So what about the hard work part?

I guess the most common definition of hard work is working long hours. At times I have believed, and maybe I still do on occasion, that if I work longer hours than others I will gain success.

My head tells me that isn’t true.

I know the feeling of working in an office and wanting to go home, but wondering if I can, wondering what others will think if I leave before … when? … the allotted time? a reasonable time? those other people?

My sense that I can’t actually define the issue properly is perhaps a clue to some faulty thinking?

I also know that working late at the office isn’t going to help me meet some of my other success goals. How will I have time to exercise to gain that health that is a part of my desired success package? Or be able to spend “quality time” with my family?

I also know from experience that working long hours and producing great volumes of stuff doesn’t lead anywhere close to wealth. Several times in my fairly long career I have lived through the night of the long pens, only to discover that whatever I produced languished unnoticed, or had no result whatsoever, other than keeping a paper mill rumbling a little longer.

I know also from when I have paid people to do things for me that I care little about the hours they work. I am interested in the results they achieve, and the pleasure our relationship gives me as it develops and grows.

Of course, sometimes working late or at odd hours is necessary. But I just can’t see the logic of extra hours equating to hard work.

So what is hard work?

Some work, of course, isn’t hard. Those Seven Dwarves didn’t seem to be finding their grueling shift down the diamond mine hard work at all. In fact, they seemed rather happy (or grumpy, or sleepy, or …). We know about flow – and many Disney cartoon characters seem to exemplify it.

But I still believe that in order to succeed it is necessary to work hard.

I think hard work is work that is hard.

Some work is easy, as the Dwarves made it seem. But although they laboured at the mine they were stuck in a timeless, fantasy world where nothing changed, nothing improved, nothing decayed.

That’s not the real world. The real world, or at least the one I inhabit, changes constantly, growing and decaying; and I, as a human part of that world, change constantly too.

Going along with that flow of change is, for me, the only sensible way to proceed. To fight against the stream is madness. Nature grows and decays. People grow and decay. I cannot change that. I would be a fool to try.

So all that is left is me. And how I am in that flow.

I change, but I can also change myself. That, to me, is to be human. To change myself I can change my beliefs. I can change my attitudes – the very paradigms through which I see the world. I can change my habitual behaviours – those things I say and do that reinforce my beliefs and attitudes, just as much as they are driven by them.

Those attitudes I hold, and those behaviours I express in work, in my business dealings, in relation to money, wealth, health and yes, even happiness.

Changing those, for me, is hard work.


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The need to please

I have a strong need for acceptance.

Whenever I have done personality tests I have always been grateful for the kind psychologist’s desire to cast the most positive light on this aspect of my personality. Words like “introverted”, “extremely sensitive” and “would enjoy working one-on-one with others” could, of course, be written in a less positive way: that I fear rejection and have a deep-rooted need to please others.

But hold on. Rejection is something we all suffer from, isn’t it? And haven’t I heard it said that the sales person’s greatest skill is overcoming rejection? That confuses me a little because sales people always seem to me to be so focussed on their relationships – perhaps paradoxically they also have a very high need for acceptance, but show it differently from me?

My personally preferred route would be to avoid human contact a lot of the time, and avoid rejection at all costs.

But, in business, that isn’t always possible. And over the course of my working life I have probably done quite a lot of selling. Several things have made it possible for me.

Firstly, major bits of reframing. I see selling not as the activity of using my charm and personality to win someone over to my point of view. Rather I have learnt to see it as a qualification exercise: one where I simply ask questions to find out if this person desires whatever I have to sell.

I see selling as helping. After all that is how I sometimes experience being sold to. If I need something and a helpful salesperson gently guides me to the product I want, in the right size and the right colour; and gently removes my fears – about what I’ll do if I change my mind later, for example – I am a happy customer.

And I have learnt to see the word “no“, or indeed any other word which signifies the conversation is not heading in my chosen direction, with great curiosity. “What on earth do they mean by that?”, I ask myself. “What are you really trying to say?”. I have built my curiosity muscle – and if I use it often the conversation may take another, sometimes quite unexpected turn.

Essential to all of these is reducing the emotional burden behind the thoughts. I am a fan of cognitive behavioural therapy and actually enjoy the process of trying to reframe my thinking around the harder areas of my life. But I know that if there is deep-seated emotion still sitting around in me while I try to see the world differently, reframing will have only limited success.

Awareness is, for me, the most powerful way to lessen that emotional burden. Gradually, over time, inch-by-inch I think I am becoming stronger, and more able to deal with my need for acceptance; and this seems well correlated with my growing awareness of it.

And finally to action: Testing my beliefs to destruction seems to give me the ultimate proof I need to make real progress. Each time I find myself in a sales situation, and I practice “helping”, I practice asking those questions, and I practice just sitting with those difficult feelings, I seem to get just a little bit stronger.

I break my old habits and I forge new, more appropriate ones. That’s how it seems to go for me. What about you?


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Following the crowd

Scott’s recent response to a post got me thinking about group conformity:

The first video:

Candid Camera (2 minutes 13 seconds)

The second is less Candid Camera and more Solomon Asch:

If successful business depends on difference, then learning the skills of iconoclasm to me seem essential. Just why do we conform? And how can we learn to be different?

The neuroscientist Gregory Bern’s book Iconoclast gives some great examples of iconoclasts at work (including Arthur Jones, developer of the Nautilus training machine. Perhaps an inspiration for Indiana Jones (?), his personal motto was “Younger women, faster airplanes and bigger crocodiles”.)

And Bern gives some pointers too on how to cultivate your difference. He suggests developing:

  • your perception
  • your courage
  • your social skills.

Ignoring his interesting appendix on how to manipulate your brain chemistry (!) to enhance these areas, the main initial driver for me is awareness of my own limited perceptions.

(Thanks Richard Wiseman/Quirkology).

But what works for you?


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More idle than ever?

I have long been a fan of How to be Idle, Tom Hodgkinson’s essential guide to how to invest your time better. In line with recent psychological ideas, and with common wisdom, he suggests that there are better ways to spend one’s life than queuing in the supermarket for goods you don’t want, and spending the rest of your life working your socks off to pay for this nonsense.

So I was pleased when my colleague Will pointed me to this talk on NEF’s policy idea of a 21 hour working week – as the “norm” (instead of whatever it is today).

You can listen to the debate online and read the paper here (writte by Anna Coote, Andrew Simms and Jane Franklin) so I won’t bother to repeat all that.

But what struck me, from the point of view of doing business more consciously, is what might stop us making this move. I can listen to all the rational arguments, and come to the conclusion that working hours are not fixed, and probably are declining in any case in some parts of the world. And that a 21 hour norm is probably a good idea.

But at a more personal level, what would stop me actually making the change? The authors of the paper said, I think, that many people wondered how they would pay the mortgage, or the bills, or whatever? I think even that is fairly easily answered for many: add more value in less time. Ricardo Semler’s “Seven-Day Weekend” describes one way to do this – and what happens if you make a success of it.

But maybe this response also masks a deeper, more complex issue? Just why do so many highly intelligent, articulate and capable people spend so much time “working” – in whatever form – making money, doing charity work, running errands, or even doing crosswords or the gardening?

Is it possible that most of us find it incredibly hard to sit and be still? To do nothing?

And is that perhaps because doing nothing inevitably leads us to experience whatever there is to experience – externally and internally?

And that trained as we are – to keep busy, to detach from our feelings, to focus on achieving the perfect end-state – we can safely avoid just this experience. Of powerful emotion. Of being in process. Of really being alive?

The Sandpit by Sam O’Hare.

That’s what it seems like to me sometimes. I’d welcome your comments.


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Business is Personal

“Don’t take it personally, it’s just business”. This expression really, really gets my goat.

There simply isn’t a difference between your personal values and your business values. Business is a part of life and the way you act in business is the way you act in life. If you tread on someone at work, you tread on someone, period – no caveats, no excuses.

”Real integrity is doing the right thing, knowing that nobody’s going to know whether you did it or not” Oprah Winfrey

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A natural high?

Just finished reading the excellent Happiness Hypothesis by Jonathan Haidt.

It starts slowly and to my mind doesn’t say much about happiness as such – unless it’s addressed to the less conscious “elephant” in his “rider and elephant” model. There’s a lot of stuff (reciprocity, bias etc) that you may have read elsewhere.

But as he gets on to the ground he’s passionate about, morality and ethics, it really takes off.

And what I liked so much is the way he helped me reframe debates that have long interested me. Left vs. right. Religion vs. spirituality. Autonomy vs. shared values.

I, like Haidt, loved the story of Flatland (by the marvelously named Edwin Abbott Abbott).  It demonstrates so clearly how our own perceptions limit our ability to see the world as others see it. And the joy that comes from integrating two previously irreconcilable viewpoints.

(By the way a modern version of much the same story is The Planiverse, by A. K. Dudeney.)

For me, I am sure one of the reasons I pursue an increase in consciousness is to get the hit from just those ah-ha moments.


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What Conscious Business is not

Tonight’s the night when many people think of, and maybe even make, resolutions.

About what they will do in the year ahead. Or maybe stop doing.

And there are plenty of people giving advice to follow. Things to do that will make your business stronger, better, fitter. And you a richer, better, wiser person.

But I want to make it clear that, for me, conscious business is not about doing anything. Or giving anything up. (Except maybe doing stuff).

The best known form of the Serenity Prayer is probably:

God, grant me the serenity
To accept the things I cannot change;
The courage to change the things that I can;
And the wisdom to know the difference.

I read this to mean that, rather than doing stuff, we can simply accept what is.

And, the joke is, we can even accept that, as humans, in a living world, we and everything around us changes all the time. Anyway. Without our puny efforts.

So why stress ourselves doing stuff? Why strive to change and improve things?

So (and here comes the advice) don’t fix or change your business. Simply accept it. Let it change and grow.

Simply become conscious of what it is. Reflect on it. Let it be.

Happy New Year.


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Doing Business Consciously

Conscious business. Now there’s a term to conjure with.

We’ve had conscious consumerism. So why not something for the other side of the producer/consumer coin: conscious business?

What is it?

What does it mean exactly? Lots of things depending on where you sit.

If you read the wikipedia definition some people are talking about conscious business as if it is a type of business. That is, some businesses are conscious and others aren’t. Just like some businesses are profitable and others aren’t. Or good or bad.

I prefer a more personal approach. I think of it in terms of whether someone who is engaged in business is conscious or not.

Doing business (or anything) consciously is about being aware of what is happening as you do it. Being aware of your thoughts, feelings, needs and motivations. And being aware of what is happening around you too – in other people, and in the world.

(This isn’t “flow“. In flow, as I understand it, consciousness comes and goes. You can be so deeply in flow, so focussed on the task hand that you lose consciousness of what is happening around you.)

What’s it got to do with business?

I am told that many people operate from day-to-day with limited consciousness. And popular business role models seem to encourage this. “Successful” business people are portrayed in the media as single-minded – focussed on only one thing (often money) at the expense of other things (or people).

Intellectual prowess is also much celebrated – at the expense of emotional awareness, for example, although this is starting to change. And the goal is often seen to be more important that the process of achieving it.

For me the process we go through is all important. After all there can be joy, pleasure and learning in the process, as much or more than in the outcome.

Immanuel Kant wrote “Always recognize that human individuals are ends, and do not use them as means to your end.” For me, people, and their development, are the purpose.

All we achieve in business is worth little if we destroy people along the way. Turn that around completely and suddenly business is a powerful means to develop and grow people. And to improve the world we live in. A real force for good.

Sure we need money – it’s fuel. But it’s not an end in itself.

Conscious or Conscience?

Is doing business consciously the same as operating with a conscience? It depends if you believe that people have a conscience.

If you do, then increasing your conciousness means you are likely to become more aware of your conscience.

That doesn’t mean you have to act on it, of course. That’s still your choice. Of course, you’ll be more conscious of that choice too. (No one said it was easy!).

How do we do business more consciously?

Sometimes we are more conscious than at other times. So the aim is to be more conscious more of the time. This means becoming more aware of what is happening to us internally and externally.

  • Internally: thoughts, beliefs, feelings, sensations, needs, desires, drives, motivations and so on.
  • Externally: other people, our interactions with them (relationships), our physical environment – near and far, physical objects, the results and changes we create, the big-picture and the small, local picture too.

How do we become more conscious?

  • By spending time reflecting on these things more ourselves, by inquiring internally, and with help from others, to get a clearer view of our patterns of thought, our feelings, our needs and so on.
  • By spending time discussing these things and trying to understand others’ perceptions and views too. Others can help us by giving feedback on what they see and hear – we can understand our own behaviour better and make guesses about what is going on for us internally.

To become more conscious we spend time on these activities; and we ensure we avoid the distractions that stop us seeing, listening and feeling clearly: other people’s noise (TV news?!), habits and addictions of many kinds, and our own fears.

Why bother?

It’s a personal view but my bet is that doing business more consciously will mean:

  • you’ll enjoy it more
  • you’ll build better, stronger relationships
  • you’ll get better results – in personal and in business terms
  • the business you own, run or work in will reduce the harm it does, and even increase its positive impact on the world.

What next?

We’ve set up a wiki here to gather material to support discussion and enquiry into doing business consciously. Please feel free to read more there, and please join in.


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Did Ghandi blog?

A rather random thought: how would Ghandi have used blogging (and Twitter, and all the other social media tools) had they been available in his day?

I’m a bit limited here because I don’t really know much about the man. Other than a few random sayings that I much admire, what I have read on Wikipedia and from the Richard Attenborough film.

Maybe others know more and can correct me. But it seems to me that Ghandi’s tools of non-cooperation, non-violence and peaceful resistance could work well in a world enabled by social media.

I suppose first off, Ghandi would have blogged. He was a teacher amongst other things, and I guess would have used blogging to share his teachings. Each post might have been written around a saying such as  “live simply, so that others can simply live”: expounding the value of vegetarianism and a simple life.

He would have encouraged dialogue, rather than preaching, of course. It would have been as important to him to learn from the discussion as to teach. Comments on his posts would have been remarkable and many.

Twitter might have been a daily source of wisdom. Something to inspire us and move us to mindfulness: “Whatever you do will be insignificant, but it is very important that you do it.”

One a day perhaps: “An eye for an eye makes the whole world blind”; “A man is but the product of his thoughts. What he thinks, he becomes”; and “Honest differences are often a healthy sign of progress.”

These would have been personal meditations. Not written to appear smart. But as least as much to help him learn.

And most importantly he’d have been on Facebook and LinkedIn. With Meetup.com working overtime. There would have been hundreds if not thousands of groups and communities – organising boycotts, strikes, marches and so on. Groups for people who committed publicly to non-violence and peaceful resistance.

The public demonstration, and thus solidarity, often being as important as the action itself.

Finally, in terms of style I feel sure he’d have used wry humour much of the time, to soften the blow of accurate words.

When asked what he thought of Western civilisation he reportedly said “I think it would be a good idea.”

Isn’t it great how the good ones last?


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So what's it all for?

I heard someone ask me today what all this conscious business stuff is about. So here goes.

Business is great. It’s a very powerful force. It’s great at harnessing creativity and innovation, but mainly it’s good at getting things done. While governments and non-governmental agencies alike plan and develop policy, business has usually finished the first activity and is on to the next one.

And we are in a hurry. We have a lot of problems in the world. Poverty. Hunger. Disease. Climate change. Loss of bio-diversity. Desertification. War. Nuclear proliferation.

All of these threats are coming closer. And many are getting worse as, for example, population grows.

Business can’t solve all those problems but it can contribute to solutions for many. Especially when we need new, radical solutions that haven’t been tried before, the unique structure of business allows their creation and rapid deployment on a large scale.

Even small business can seed changes elsewhere, by setting an example or by being a catalyst.

The problem with business is that for too long the people running it have had the wrong goals. If your goal is financial, and you work at it hard enough, and diligently enough, you are likely to achieve a financial goal. While neglecting other more useful goals – such as addressing the threats listed above.

So, the question is: “How do we get at least some of the people running business to adopt other, more beneficial goals?”

Forcing them won’t work. These are very independent-minded people.

Luckily, however,  I believe people evolved with a set of values that are constructive not destructive. The natural state for people is to select goals that will put back good things into the world, for all of humanity.

All that has to happen is for us all to become more conscious.

More conscious of more than just our material drives – in fact, conscious of what drives us mind, body and soul. As we become more conscious of our deeper values, then we will start to work towards them.

More conscious of our individual contribution to the results we create.

Many of us don’t believe that we have much influence on what happens in the world. So then it’s rational to let it just go to hell. But we all do have that influence, and once we realise that then the sky’s the limit.

Many of us believe that others need to be told what to do. And we don’t understand that this approach itself creates unsustainable solutions. Nothing that is enforced will last. The only things that last are those that are created together by those who benefit.

And more conscious of what holds us back and limits our influence. Many of us are ‘hungry ghosts’ – we carry around past emotional pain that makes us greedy, envious, jealous, addicted, obsessed, and compulsive.

Becoming more conscious of this pain, while usually a painful process in itself, is a good way to reduce or even remove its power.

So, as we become more conscious, we do more of the right things, more often. And that’s what all of us need. Now in and in the future.

Simple as that really.